MSA is a global leader in the development, manufacture and supply of innovative safety products and software that help to keep workers safe. (~5,000 employees; 43 countries; revenue $1.8 billion)Site Plant Manager • Responsible for productivity, quality, safety, on time delivery, and customer satisfaction for this site which manufactures protection suits and gear for firefighters • Responsible for 180 Associates and (production manager, maintenance supervisor, materials supervisor, process engineer, environmental, health and safety lead, quality etc) • Production Plant turnaround to expand offerings, doubled output, and added shift• Improve safety awareness and performance• Built Lean culture• P&L responsibility and annual budgeting • Capital Equipment selection and justification

• Implementation of new site for headcount, processes, etc. for this industrial distributor and integrator

Halliburton manufactures drill bits, pressure pumping equipment, valves, and trailers at the sites I worked for from 2007-2020.• Established standard work for projects and events• ROI computation • Reduced space 40% and increased output 20% for trailer assembly • Increased output for pump assembly 50%, reduced movement by 95% • Initiated a future leader training rotation for the factory

• Multi shift leadership • Reduced expenses to shipment ratio through waste elimination • Increased shipments per man hour through waste reduction • Increased accuracy 45% • Developed metrics and goals, budgetary responsibility

• Responsible for productivity, quality, safety, on time delivery, and customer satisfaction for this site• Responsible for 150 Associates and 7 direct reports (4 production supervisors, production planner, quality supervisor, and procurement lead) • Departments included welding, machining (CNC), assembly, and heat treat • Implemented new product introductions • Plant turnaround- lead time reduction, cost • Site records for days safe (over 3 years) • P&L responsibility and budget planning • Created interdependent safety culture • Accomplished historical record of .18% cost of poor quality• Multi (3) shift operation • Capital planning and justification

• Trained 1,000 Associates on Lean leveraging 7 Lean Facilitators • Reduced wait time for product by 96% • Created standard work for Kaizen events • Production line Tasked and achieved 60% output increase• Supervised 38 production associates-assembly for high pressure pumping trailer • Train others to lead kaizen events

• Supervised workforce of up to fifty employees • Improved cycle count process • Reduced percent of overtime worked 30% to 10%• Maintained over $50 million in inventory • Changed work instructions to ensure quality procedures are followed• Increased participation in behavior-based safety program

Fastenal is the largest fastener distributor in N.A. for OEM, MRO, construction, industrial, and safety products.• Acquired and reacquired key accounts• Negotiated pricing and service level with customers and vendors• Increased sales and profitability by 30/ 60% • Organized and established sales routes • Recruited and trained new employees• Increased active customer base by 17%

• Established custom light manufacturing and tool repair services • Hired, trained and supervised technicians • Budget responsibility • Produced highest service center profit percentage • Proposed and justified capital purchases • Implemented 5S and lean manufacturing principles • Established recycling and waste disposal programs• Evaluated and improved sales and product knowledge for a 7-state region

• Consolidated products/vendors• Reduced inventory level of $1 million due to consolidation• Expanded product offering by 1500 SKU’s • Negotiated lower pricing increasing company margins by 1%

• Acquired two regional key accounts • Grew region’s second largest account 53%• Increased average monthly sales 400% • Established sales routes• Sourced and Procured specialty product for customers• Negotiated pricing and service levels with customers and vendors